Comments on: M&A Communications — Turning the Big Deal into Big Success (part 1) http://www.jplcreative.com/blog/index.php/2010/01/19/ma-communications-turning-the-big-deal-into-big-success-part-1/ Blog - Strategic Communications & Digital Marketing Mon, 23 Jan 2012 17:14:17 +0000 hourly 1 By: Bill Kobel http://www.jplcreative.com/blog/index.php/2010/01/19/ma-communications-turning-the-big-deal-into-big-success-part-1/comment-page-1/#comment-192 Bill Kobel Wed, 03 Feb 2010 19:08:58 +0000 http://blog.jplcreative.com/?p=372#comment-192 Joanne, Great feedback and insight. It looks like our past experiences very much align. You make a good point regarding the need to involve "experts in people and organizational effectiveness" during due diligence. When communications, HR and operations experts are side by side with the deal team, it allows us to understand the environment, identify issues, and respond, proactively, with a plan -- a plan that can be instrumental to the efficiency of the transition and to the longer term success of the transaction. Thanks for your comment. Joanne,

Great feedback and insight. It looks like our past experiences very much align. You make a good point regarding the need to involve “experts in people and organizational effectiveness” during due diligence. When communications, HR and operations experts are side by side with the deal team, it allows us to understand the environment, identify issues, and respond, proactively, with a plan — a plan that can be instrumental to the efficiency of the transition and to the longer term success of the transaction. Thanks for your comment.

]]> By: Joanne Bintliff-Ritc http://www.jplcreative.com/blog/index.php/2010/01/19/ma-communications-turning-the-big-deal-into-big-success-part-1/comment-page-1/#comment-191 Joanne Bintliff-Ritc Wed, 03 Feb 2010 17:28:29 +0000 http://blog.jplcreative.com/?p=372#comment-191 Bill, I could not agree more. I was the US People and Organization Integration Leader for the merger of two major global life sciences companies. What made this merger successful was a clear focus on people. We were able to retain key talent, hit sales goals, and retain customers because of this. The Integration team worked fast and smart. The rest of the organization focused on their jobs. Manager communication was absolutely crucial. People trust their immediate boss more than others. So organized 'trickly down' communications were imperative. Companies also need to define the 3-5 key decisions that need to be made immediately - and make them. People cannot tolerate ambiguity for very long. Also, experts in people and organization effectiveness, generally HR professionals, need to be involved in due diligence. What looks like a good deal financially may have challenges the finance people can't see. Mergers fail because of people and organization culture. Leaders always realize when it's too late. Bill, I could not agree more. I was the US People and Organization Integration Leader for the merger of two major global life sciences companies. What made this merger successful was a clear focus on people. We were able to retain key talent, hit sales goals, and retain customers because of this. The Integration team worked fast and smart. The rest of the organization focused on their jobs. Manager communication was absolutely crucial. People trust their immediate boss more than others. So organized ‘trickly down’ communications were imperative. Companies also need to define the 3-5 key decisions that need to be made immediately – and make them. People cannot tolerate ambiguity for very long.

Also, experts in people and organization effectiveness, generally HR professionals, need to be involved in due diligence. What looks like a good deal financially may have challenges the finance people can’t see. Mergers fail because of people and organization culture. Leaders always realize when it’s too late.

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